On average, you and your competitors will grow at the same rate as the markets you serve. Don’t feel entitled to this. If a competitor develops a blockbuster, you’ll be happy to minimize your sales decline. Thinking otherwise is like 1970’s Detroit auto-makers assuming Japanese competitors would keep producing junk.
More in white paper, Catch the Innovation Wave (page 15).
These may be the same… or not. If you make welding machines, your customers’ alternatives may be mechanical fasteners or epoxy adhesive. When you have a choice between supplier-centric or customer-centric thinking, always choose the latter. Exploring customers’ alternatives passes this customer-centricity test.
More in article, Is Your Innovation Supplier-Centric… or Customer-Centric?
B2C employees (e.g. Apple engineers) are consumers themselves, so they have high typical customer insight… but low potential insight, since consumers can’t easily predict what will entertain them. The gap between typical and potential insight when serving knowledgeable B2B customers is much larger. This is your competitive edge if you close the gap before competitors.
More in white paper, Catch the Innovation Wave (page 13).
Some voice-of-customer experts recommend you exclude your salesforce from interviews because “they can sell but not listen.” True sales professionals are actually great listeners: You just need to reward them for listening. Strengthen listening and learning by your entire team, and you’ll out-perform competitors who side-line their sales pros when gathering market insights.
More in e-book, Reinventing VOC for B2B (page 24).
Professional interviewers can be helpful at times… but ultimately, customer insight skills are a competitive edge your company should own. Your B2B customers want to talk to the people who will innovate on their behalf… not some note-taking middle-men. And there’s nothing quite like hearing new customer insights first-hand, is there?
More in e-book, Reinventing VOC for B2B (page 23).
Sure, the most important practice is understanding customer needs. But most overlooked? Few suppliers ask customers 1) for the most important, unsatisfied outcomes, 2) what test methods measure these outcomes, and 3) how satisfied customers are by various test results. Without these questions, you cannot properly assess competing alternatives.
More in article, Four Steps Needed for New Product Differentiation (Originally published in B2B Organic Growth newsletter).
If you are a professional in innovation or business growth, then Blue Ocean Strategy is simply one of the most important books ever written. When launched in 2005, it torched a ubiquitous idea that had dominated business thinking for decades. This older concept had been repeated so many times, by so many dignitaries and authorities, ... Read More
While VOC is extremely important, the most overlooked practice in B2B product development today is competitive benchmarking. This should be done in the front-end of innovation using 4 steps: 1) Identify outcomes to benchmark, 2) Identify customers’ alternatives, 3) Identify test methods, and 4) Identify benchmark levels (how good is good enough?) ... Read More
Well, isn’t that inspirational? Perhaps not… but remember you’re in a constant battle with competitors to innovate for customers. One of the best ways to tip the “efficiency” balance in your favor is to consistently learn when projects are unattractive… before competitors. Then decisively kill them so resources can be used for winning projects.
More in article, Are You Maximizing Your Profits?
For every job a customer does, there are dozens of potential outcomes… so diverge with customers to uncover far more than competitors. Then ask for 1-10 importance and satisfaction ratings so your R&D can converge on the important, unsatisfied outcomes… while competitors guess. I’d like to make this sound more complicated, but it’s not.
More in white paper, Timing is Everything (page 8).